General Electric’s Action Learning Change Initiatives: Work-Out™ and the Change Acceleration Process

Bev Davids, Carl Aspler and Bonnie McIvor

Chapter 5 in Action Learning Worldwide, 2002, pp 76-89 from Palgrave Macmillan

Abstract: Abstract For some time, organizations have been looking for formulae for ‘culture change’. Different companies have chosen a variety of tactics, from selecting new leaders who embody the new culture, to using education, to reengineering. General Electric has used several of these initiatives. The culture change at GE started with the appointment of Jack Welch as CEO in 1982, who started by selling non-core business units and buying new businesses that were a strategic fit. The remaining businesses were reorganized into 13 business units (at the time), with a goal for each of being number one or number two in any business sector that GE was in. A number of management levels were eliminated and the total workforce was reduced by one-third.

Keywords: Change Initiative; Leading Change; Black Belt; Priority Matrix; Change Acceleration (search for similar items in EconPapers)
Date: 2002
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-4039-2024-9_5

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DOI: 10.1057/9781403920249_5

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